cfar_team_consultant_oconnor_malachi

Malachi O’Connor

Principal

Tel: 617-301-8242

Cell: 401-580-3703

moconnor@cfar.com

Malachi O’Connor, Principal, has worked for more than 20 years with senior executives in a broad range of for-profit and non-profit organizations. He works with leaders to implement systemic changes that strengthen cultural values while measurably improving performance and productivity. He has worked in many industries, including healthcare and life sciences, insurance and financial services, foundations and higher education, and has contributed significantly to the development of CFAR’s change methodology.

Trained as an ethnographer, Mal helps organizations meet the challenges of changing behavior in the service of new strategic imperatives. This makes him particularly attuned to how people think—to why and how differences matter, and to the impact those differences have on achieving desired results. He works with clients to harness the often-tacit beliefs and assumptions of employees, managers and leaders, working with, rather than against resistance to generate improved performance. His work has included strategy and system-wide strategic change, board and executive development, team building, mergers and acquisitions, restructuring, performance management and the business case for cultural diversity. 

Mal is an experienced speaker and meeting facilitator. He has spoken to both large and small executive audiences in corporations, trade associations, executive education programs, and industry and other business groups. Some of these include The Conference Board, the American College of Healthcare Executives, ELAM, The Healthcare Business Women’s Association, the National Center for State Courts, Yankee Alliance, the American Pediatrics Association, as well as the leadership teams of numerous CFAR clients.

Mal is co-author of The Moment You Can’t Ignore: When Big Trouble Leads to a Great Future, published by PublicAffairs Books in October 2014.

Mal holds a BA in English Literature from Fairfield University, and a Ph.D. in Folklore and Folklife from the University of Pennsylvania. He is a member of the International Society for the Psychoanalytic Study of Organizations, ACHE Massachusetts, the American Folklore Society, NEHI, and the A.K. Rice Institute, and is a faculty member in the Program in Organizational Consultation at the William Alanson White Institute, and at the Cornell University School of Industrial Relations.

PUBLICATIONS

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Strengthening Organizational Effectiveness and Readiness Through Leadership Transitions

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Briefing Note: Board-Staff Dynamics and Natural Entry Points for Connection

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The Important Role of Strategy in Leadership Transition

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083

Organizational Learning and the Leadership Skill of Time Travel

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Following a Founder—Issues of Transition and Continuity in Family-Owned Businesses

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Governance Refresh for the Future

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Unleashing Ideas is Hard Work: Innovation in Multigenerational Families Will Keep Your Business Relevant

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Tapping the Potential of Healthcare’s Workforce Crisis

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The Workforce Crisis is an Unignorable Moment for Healthcare

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The Value of Coaching in Academic Medicine

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Affirming Post-Acute Leadership

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Leadership Learning Through Disruption: Reflections from a Convening of Association CEOs

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074

Calibrating Culture for a Healthcare Merger

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Opportunities Within “Adaptive Recovery”

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What Leaders Can Learn From Feeling Like A Middle

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071

Strategic Alignment for New Initiatives

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Family Meetings Move Online

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What Doesn’t Show Up on the Bottom Line Counts

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The Gold Medal

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Riding the Tiger: Preventing Company Leaders From Failing

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Effective Business Leaders Know Change is a Constant

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065

Business and Community: A Valued Partnership

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Building Relationships Boosts Company Morale

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One Hundred Years and Still Rising

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062

“Creating Pull” for Patient Ownership of Care

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061

Stronger Than the Sum of Our Parts: A Collaborative Balance: Interprofessional Education in Clinical Settings – Part 5

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Stronger Than the Sum of Our Parts: Training Different Disciplines Together – Part 4

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Stronger Than the Sum of Our Parts: Creating a Level Playing Field – Part 3

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058

Stronger Than the Sum of Our Parts: Introduction and Principles of Effective Interprofessional Collaboration in Healthcare – Part 2

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057

Stronger Than the Sum of Our Parts: Introduction and Principles of Effective Interprofessional Collaboration in Healthcare – Part 1

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Part 3 — Superfluidity: Engaging Resistance to Pick Up Speed in Healthcare

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055

Leading Leaders on the Way to Becoming a “Superconducting” Healthcare Organization – Part 2

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054

A Roadmap for “Superconducting” Healthcare Organizations – Part 1

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Part 3: From Patient to Partner – Making Room for the New Provider Role

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Part 2: From Patient to Partner – Creating Pull for the Shift to Population Health Management

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051

From Patient to Partner – Engaging Patients in the Paradigm Shift to Population Health Management

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050

Build a Family Social Contract That Will Strengthen Succession

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049

Matching Donor Interests with Problem-Centered Academic Programs

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048

Developing a Shared Language for Shared Work — Collboration in Interprofessional Teams

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047

The Fundamental ‘Gives’ and ‘Gets’—The Basics for Effective Collaboration in Healthcare

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046

Where is the “I” in Team? Why Collaboration Matters in Healthcare

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045

Creating Value Together—Collaboration Between Physicians and Administrators

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044

Joint Ventures: A Fast-Track Strategy for Growth

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043

Family Firm Institute — Interview with a Founder: Drozdow

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Learning from the Crisis

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041

Action Learning—Improving Organizational Performance through Team Learning

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040

Briefing Note: Strategy Planning vs Strategy Making

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Differences a Day Can Make

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Culture as a Strategic Asset in Healthcare

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037

Propulsion: Turning Strategy Into Action Quickly – Superconducting Part 4

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036

Pointers for Leaders in the Pandemic

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035

Making the Bet on Population Health Pay Off: Realizing ‘Systemness’ Through Shared Purpose and a Collective Strategy

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034

Lessons from the Field: Promising Interprofessional Collaboration Practices

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The Artful Work of Governance

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The Challenges of Strategy and Leadership in Higher Education

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The Importance of Aligning Vision, Mission, and Strategy in Fast-Changing Healthcare Environments

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The Importance of Linking Leadership Succession, Strategy, and Governance

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The Power of Negotiating in a Family-Owned Business

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028

The Power of “Small Leadership”

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Leading in a Virtual Reality

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026

Managing in the New Team Environment – Introduction

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Making a Leadership Change – Part 1 Overview

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Creating Systemness: Eight Practices to Make Integration Work

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023

Creating a Culture of Value – Part 1

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022

Coaching 2.0

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021

Mindfulness and Executive Education

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020

Ideas in Philanthropic Field Building

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019

Developing Healthcare Leadership in Turbulent Times

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018

Developing Leaders in Turbulent Times

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017

 Making the Bet on Population Health Pay Off: Realizing “Systemness”

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016

Creating Sustainable Change Through Backcasting

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015

 Moving the Culture from Individual Heroics to Systemic Value Creating a Culture of Value – Part 2

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014

Children’s Reactions to Stress

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Tools for Effective Transitions Using  Large Group Processes

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The Softer Side of Governance

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What is Continuity?

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Imagined Conversation

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 The Emergence of Family Enterprise as a Global, Multidisciplinary Field

, family-business-magazine family-enterprises-and-owner-led-businessesdrozdow
008

 Avoiding “Governance Creep:” Time to Reconsider Your Governance Structure?

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 The CORE Collection

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005

 How to Face Philanthropy’s Hardest Question

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004

 The Moment You Can’t Ignore: Introduction

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003

 How to Manage Behind the Scenes Power Players

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002

 The Weakness of Strong Leaders: Crowding Out Space for Collective Purpose

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 Beyond Structure: Planning for A Future – and a Family – That You Can’t Predict

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Consultants

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Debbie Bing

cfar_team_consultant_gallager_carey

Carey H. Gallagher

cfar_team_consultant_husereau_katelyn

Christopher Hugill

cfar_team_consultant_levin_richard

Richard Levin

cfar_team_consultant_pierre_daphnie_

Eliza Orleans

cfar_team_consultant_white_caleb_e

Alex Steenstrup

cfar_team_consultant_white_caleb_e

Tom Bonner

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Thomas Gilmore

cfar_team_consultant_husereau_katelyn

Katelyn Husereau

cfar_team_consultant_miller-paul_sara
Sara E. Miller
cfar_team_consultant_pierre_daphnie_

Daphnie Pierre

cfar_team_consultant_tomasik_jennifer

Jennifer Tomasik

cfar_team_consultant_white_caleb_e

Connor Champigny

cfar_team_consultant_helzner_megan

Megan Helzner

cfar_team_consultant_white_caleb_e

Jessica Hutchison

cfar_team_consultant_miller-paul_sara
Victoria Nessen
Jason Pradarelli

Jason Pradarelli

cfar_team_consultant_white_caleb_e

Paul Walters

cfar_team_consultant_dornfeld_barry

Barry Dornfeld

cfar_team_consultant_hirschhorn_larry

Larry Hirschhorn

cfar_team_consultant_white_caleb_e

Erin Konkle

cfar_team_consultant_oconnor_malachi

Malachi O'Connor

cfar_team_consultant_white_caleb_e
Iman Qazi
cfar_team_consultant_white_caleb_e

Caleb E. White

cfar_team_consultant_drozdow_nancy

Nancy Drozdow

cfar_team_consultant_hirschhorn_larry

Lauren Howard

cfar_team_consultant_portnof_daniel

Tina Le

cfar_team_consultant_oppenheim_lynn

Lynn Oppenheim

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Todd Smith